Page 143 - Organizational Project Management

Appendix I

Program and Portfolio

Management Process

Models

INTRODUCTION
The PMBOK Guide, describes a process model for the execution of single
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projects with five process groups containing thirty-nine processes, divided
into core and facilitating processes. Organizational project management,
as defined in OPM3, requires an understanding of not only Project Man-
agement and its processes, but Portfolio and Program Management, as well.
During the development of OPM3, it became clear that an adequate def-
inition of organizational maturity required understanding the processes
of Portfolio and Program Management. Several factors contributed to this
realization:
■ The requirement that the OPM3 model remain consistent with the
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PMBOK Guide
■ The identification of a number of Portfolio and Program Management
Capabilities as a result of the Best Practice and Capability development
work
■ The need to organize the large number of Best Practices into a context
which would be easier to understand and with which organizational
management would easily associate.
To understand Portfolio and Program Management maturity, it is essen-
tial to understand the Portfolio and Program Management processes. OPM3
theorizes that the process groups, which apply to Project Management of
single projects, as described in the PMBOK Guide, can also be applied to
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Program Management and Portfolio Management. While this theory is cer-
tainly helpful, it is probably not a complete explanation. For example, the
process groups and their constituent processes may not fully account for
ongoing operational aspects of many programs. Likewise, regarding port-

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